Organizing for Community Change: Engaging Communities in Change: Engaging Communities in Their Own...

download Organizing for Community Change: Engaging Communities in Change: Engaging Communities in Their Own Development

of 52

  • date post

    20-Jul-2020
  • Category

    Documents

  • view

    0
  • download

    0

Embed Size (px)

Transcript of Organizing for Community Change: Engaging Communities in Change: Engaging Communities in Their Own...

  • Organizing for Community Change: Engaging Communities in Their Own Development Stephen Jeanetta Extension Associate Professor Rural Sociology

    Missouri Community Action Network Annual Conference 2016 Renaissance St. Louis Airport Hotel June 21, 2016

  • Agenda • Values, Assumptions, Principles

    • building blocks of engagement • Collaboration

    • Developing relationships of trust among potential collaborators • Circles of Hope

    • A engagement process • Support

    • Defining our strengths recognizing our challenges and identifying those things we can do to make a Difference

    • Education for Action • Understanding the nature of the change we want

    • Action Planning • Getting things done

    • Maintaining the Momentum • Keeping people engaged

  • Values, Assumptions & Principles

  • All have something to contribute to the

    development of community

  • CD Values & Beliefs1

    right to strive to create environment

    motivation created by interaction and participation

    participatory democracy

    developing capacity

    right to strive to affect imposed environment

    right to maximize human interaction

    right to participate

    Values, Assumptions & Principles

  • creating and shaping the environment

    learned behavior

    learning through interaction

    rational behavior

    direction 2 CD Assumptions

    Values, Assumptions & Principles

  • broad representation and increased breadth of perspective CD Principles3

    free and open participation

    accurate information

    understanding is basis for change

    right to be heard

    right to participate

    Values, Assumptions & Principles

  • disengage if adversely affecting

    disadvantaged

    CD Principles of Good Practice co-learning

    shared leadership

    understanding impacts of alternative courses of action

    4

    active and representative participation

    enhance leadership capacity

    sustainable In long term

    incorporate diversity

    Values, Assumptions & Principles

  • Values, Assumptions & Principles

    • What are the principles that govern how you engage with your communities? • What do they require of you? • What do they require of the community?

  • Types of Principles • Principles as Practitioner—community developer • Principles of the organization • Principles of Interaction • Principles of Dialogue—meeting participants • Community/Societal Principles

  • Collaboration

  • No one agency or group has the resources or

    knowledge necessary to develop communities

  • We can do NOTHING

    We can do it ALL

  • Intended Outcome

    $$$ Jobs

    Teen Pregnancy

    Housing

    Education Etc..

  • Networks

  • Activity y

    Cooperation/Alliance

  • Take the time to discuss and clearly understand the

    mutual responsibilities and expectations.

  • In order to cooperate or form an alliance the participants

    bring their own resources to an activity

  • Commitment is to the activity with each party retaining control of the resources they bring to the effort.

    Participation is voluntary

  • Cooperators are looking to…

    • Experiment with the idea of working with another organization or entity

    • Increase their own impact • Develop a relationship with the other

    collaborator(s) • Pool resources with limited

    commitment to future alliances

  • Activity

    Coordination/Partnership

  • The purpose of most partnerships is the pooling of

    resources to deal with an issue or project over time

  • Take the time to discuss and clearly understand the

    mutual responsibilities and expectations which will be

    formalized in a contract between the partners

  • Partners want to know…

    • Time • Cost • Will the partnership make a

    difference • Who is involved • Resources available to work with • Responsibility

  • The purpose, resource commitment, expectations and responsibilities should be included in the contract

  • Entity

    Coalitions

  • Coalitions

    • In a coalition members form a new organization, with staff, to deal with their common issue(s)

    • Each member organization makes a pledge of assets and gives up control of those resources to the coalition for a given period of time.

  • Coalitions are a structure to create a pool of resources

    large enough to be an effective force to deal with common

    concerns or issues

  • Entity

    Collaborations

  • Collaborations occur when the new identity or coalition develops a shared vision and work plan.

    • Formal structures are created that ensure participation, role clarification, consensual decision-making and resource sharing.

    • The new entity begins to take priority over the identities and needs of the individual participating organizations.

  • Building and Earning People’s TRUST

    COMMITMENT

  • A Measure to Judge Behavior: Will it increase or decrease trust?

    high

    low

  • Trust is fragile and must be cared for

  • In some communities, DISTRUST may be the single greatest barrier to development

    DISTRUST

  • Trust is earned — over and over; it is almost

    never bestowed

  • Trust is destroyed when people or agencies do not

    perform as expected

  • As the level of trust between organizations increases there is a greater likelihood that formal relationships between these organizations will be successful

  • Circles of Hope

  • • Circles of Hope • Key Elements

    • Social Support • Education for Action • Planning and Organizing for Change

    • Process Questions—two types • What, So What, Now What? • What’s Going Well, What’s Challenging, What Support will make a

    difference?

    Process Elements

  • Participatory Meeting Methods • Allies Panel • Basic Agreement • Closing Circle • Evaluation &

    Reflection • Opening Circle • Subgroups 1 on 1,

    triads & groups of 4 or 5 people

    • Appreciations • Check-In • Culture & Spirit • Go-round • Individual Support

    Time • Temperature Taking • Vision Questions

  • Support

  • Support

    • What’s going well? • What’s challenging? • What kind of change or support

    would make a difference?

  • Education for Action

  • Education for Action

    • What? • So what? • Now What?

  • Vision Questions • Name a person who influenced you? What values do

    they represent? • If money were not an object what would you do with

    your life? • What things would you like to see in your community

    that are not there now? • How have you contributed to your community’s

    development? • How have you contributed to your community’s

    underdevelopment?

    • What do you wish for your children?

  • Values & Vision

    Create a Community of

    woman who can influence their environment &

    participate in the life of the larger

    community.

    Collective Economics

    Work together to create economic opportunities

    Women’s Leadership

    Love & Unity

    Purpose & Hope

    Faith

    Self Determination

    Creativity

    Develop opportunities for grassroots women to exercise & develop their leadership potentialBuilding a

    democratic community that is just participatory, sustainable and peaceful

    Promote a culture of nonviolence and peace

    Promote faith sharing and faith based decision-making inclusive of a variety of faith traditions

    Being self-directed and self sufficient with processes that place the most marginalized people in the center

    Explore a range of options for problem solving & promoting lifelong learning.

    Incorporate culture & spirituality in our deliberations

    Seek diverse partners and allies

    Economic education that leads to self sufficiency

    Principles

    Values

    Vision

  • Planning for Change

  • Project leader: Phone:

    Next meeting date:

    30 day goal:

    Responsibility—who will carry out task

    Strategy—how will task be carried out

    When must decisions be made

    How will decisions be made

    Other notes

    SHELLEY

    TUESDAY THE 14TH, NOON, APPLEBEES

    HAVE VOLUNTEERS AND SUPPLIES SECURED, DATE(S) SET FOR CLEAN-UP AND PAINTING

  • Action Planning Worksheet Vi